Saturday, September 24th, 2016
In project management, success meant delivering on time, on budget, and in scope (with quality). This is the triad that project managers call the “triple constraints“.
The point is that schedule, budget and scope are technical metrics that define how well the project was managed. However, over time it became evident that:
- projects successfully meeting these management requirements could still be counted as failures, either because they failed to add value to the organization
- projects that did not meet timelines or that went over budget might be judged successful if the results justified the additional time or expense.
The main goal of every project is to solve a problem or improve a process. The main goal is to satisfy our stakeholders and clients maximizing its return on investment.
A successful project is one that delivers the business value the company expected.
A project is really successful if the return on investment is greater than the total expenses.
A predictive (traditional) project is often measured by how well it met its plan. A project that’s on-time and on-cost is considered to be a success.
An adaptive (agile) project is focused in business value – did the customer get software that’s more valuable to them than the cost put into it.
Summing-up: A good predictive project will go according to plan, a good agile project will build something different and better than the original plan foresaw.